Portfolio Of Questions: What Are Organisations? (Other (Not Listed) Sample)

PORTFOLIO OF QUESTIONS
1.Introduction
Organization is an entity where people work together to achieve common goals (Daft, 2016). People in any organization strive to bind with each other through chain of command and assigned responsibility. Their interactions with each other define organizational structure. Organization structure differ in various ways and dependent on external and internal factors. To achieve organizational goal, it is important to give a single direction to all efforts. It is done by strategy formulation and implementation. Strategy formulation is based on external and internal analysis of organization. These analysis is done by SWOT, porter five forces, value chain, McKinsley Framework and Pestle analysis. These are renowned managerial tools to identify external and internal environment. Stakeholders and quality are another important aspect which take organizations to another higher level in terms of efficiency and effectiveness.
2. Section 1
2.1 Question 1
What are organisations?
The organization is a body that has several individuals, like a foundation or union which has shared goal and is correlated with the exterior environment (Shukla, 1996). Organization is a Greek word originated from the word “organon” meaning ‘organ’. It is a societal body of individuals which is prepared to fulfill specific needs or the combined goals. Every firm has its own formation of management, which tells about the relations amongst distinct performances and assign the duties, authority and responsibilities to perform distinct work. The firms are referred to as the open systems as they influence and are also influenced by the environment. For instance- Starbucks is an American coffee business.
What do organisations do?
The organizations survive, because the team of individuals doing the work altogether, have the potential to accomplish more than what the people in the firm would do while working all alone and differently. It can be further explained with an example. An individual might find it difficult to take the piano upstairs. He may get stuck at one place all day long and somehow finish the work. However, it would cause delay. On the contrary, if few more people add in to help him out. The work could be carried out faster and quicker. Even though such teamwork is advantageous, if the people drag in distinct directions, it would go ahead and give counterproductive results. Consequently synchronization is necessary for every corporation and it is the essential role of management.
What are they composed of?
The organizations have been clearly defined in different manners by distinct philosophers, practically all the organizations are composed by the people and a team or collection of people. Organizations are composed to achieve collective goals. They consist of distinct functions, and those functions have to be synchronized. They survive autonomously of the employees, who might come and go.
How are organisations organised?
All the organizations who come into existence and have more than one person in the firm re required to have some kind of organisational structure, some rules and ethics that the people need to follow, in this way the organization is organized (Aquinas, 2008). Every firm has their own chart that shows the way how the sequence of command works surrounded by the organization.
Are they all the same or are there differences?
All the organizations have different organizational structures (Salas, 2000). For example, many organizations may have a marketing department accountable for the market research and market planning. The customer service department is bound to look after the desires of the customers. The human resource department is accountable for the recruitment and selection of the new employees in the organization, employee motivation and many other actions that are concerned with the people. These departments are required to give backup for support and training.
If they are different in what way do they differ?
Functional Structure-This structure is made in the organization so that each segment of the organization is assembled according to its purpose. The functional structure works best for the smaller business in which each segment of the organization can be dependent on the knowledge and talent of their workers and the support (Csaszar, 2000).
Divisional Structure- It is mostly used for the major and big organizations that function in the broad geographic area or having strategic business units under one umbrella group (Kortmann, 2012).
Matrix- The third and the most important type of structure is known as the matrix structure, it’s a mixture of functional and the divisional structure (Griffin & Moorhead, 2014). This type of structure is chiefly used in the major multinational companies. The matrix structure permits for the advantages of functional and divisional structure to survive in one organization.
What are the reasons for these differences?
Size- Small or the businesses run from home don’t have a vast structure mostly because the owner of the business is accountable for all the tasks. The more the people working in the organization the more managers are required for controlling these individuals (Phillips & Gully, 2013). The extreme specialized business process may also need more formal organizational structure.
Life Cycle- The life cycle of the organization has an important role to play in the expansion of the organizational structure. The business that are attaining their peak performance usually tend to become more motorized in their organizational structure to improve the competence and the profitability.
Strategy- Highly growing companies have small organizational structure to act quickly to the change in business environment faster than the other companies. The small business owners are still refining and defining their business strategy often setback making an organizational structure. The owners of the business are usually more concerned in setting business strategies rather than developing and executing an internal business structure.
2.2 Question 2
Why is understanding the context within which an organization operates important?
The managerial context mentions to the extent of a unit, just as the whole company, a sub company, surrounded largely by the association, a parent association or the job role. There are mainly three perspectives, in which the company functions; they are mainly planned, calculated and functioning (Capon, 2004). The strategies of the companies pays more attention to the long term needs and objectives of the association, the tactical lays down more attention on long term needs inside the organizational context, and the operational outlook is based on how the people do their work in the company.
2.3 Question 3
What benefit would strategic decision-makers gain from utilizing a definitive framework and following a specified strategy development and deployment process?
Strategic management appraises the major inventiveness taken by an organizational management, which include resources and performance of the external environments (Gänswein, 2011). It identifies with the organizational vision, goals and the mission. It helps the organization in framing its policies and plans, often in terms of some goals that are to be met or programs and projects, which are framed to accomplish these targets. Strategic management gives the supervision and an on the whole direction to the firm. As per the modern studies done by the foremost management theorists strategy needs to start with the stakeholders prospects while dealing with any big issue (Thompson & Martin, 2005).
Example of strategic leadership
For instance- It is strategic aspect that structure follow the strategy. Structure is not only the organisation chart. Structure is about all the individuals, procedures, positions, cultures, processes, technology and the related elements that encompass the organisation. It tells how all the piece, parts and processes do the job together. This structure should be fully support with the strategy for the firm to accomplish its mission and goals. The structure supports the strategies. Strategy planning and development describe the organisations intention and goals and appraises the exterior and interior environment to recognize opportunities and the restriction regarding the strategy (Michelli, 2007). In August 1987, Howard Schultz had invested money to get Starbucks. In Italy, he became spellbound and motivated by the Italian coffee bars. He thought that there was some sort of romance that exceptional shops gave. As a result His vision had been born. The ambition of Starbucks had been to present the customer a premium coffee and to make a sole knowledge for the patrons. The mission of the Starbucks is very simple “to encourage and cultivate the spirit of the human beings- one person, one cup, and one region at a time”. Howard Shultz chose four basic functions to implement his strategy (Schultz & Yang, 1997). These basic strictures were functional, divisional, network, and matrix organizations. Structure is credited for the success of Starbucks. It is classical example of strategic decision making and framework.
3. Section 2 External Analysis
3.1 A brief about Porter’s 5 Force Analysis
The five forces model of Porter is an outside in business element strategy tool which is used to make an examination of the attractiveness of an industry structure. It captures the key elements of industry competition. It analyze economics to draw five forces to determine the attractiveness and competitiveness of an industry (Hooley, Piercy, & Nicoulaud, 2012).
3.2 Porter’s 5 Force Analysis of Starbucks
Potential Entrants- Threat of new Entrants: Believing that the Starbucks has a place in th...